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Copyright © 2009-2018 by OSP International LLC. All rights reserved. Version 6.00. Use with PMBOK® Guide Sixth Edition
About this Guide
The Project Management Professional (PMP)® Certification designation will set you apart from other project managers
and we thank you for purchasing our PMP® Exam Formula Study Guide™ to help you achieve this milestone. We are
certain that it will be the most beneficial tool you use while studying the formulas you need to know. We wish you all the
best for your PMP Exam!
This guide contains the following four sections:

• Essential PMP Exam Formulas - The formulas you need to know for the PMP Exam.
• Formula Elaboration - These formulas require a little more explanation
• Values to Remember - A selection of important values to study in preparation for the PMP Exam.
• Acronyms - The list of acronyms used throughout this guide as well as on the PMP Exam.
The Formula Table Explained

On the following pages you will find the essential formulas that you will need to know and apply in order to pass the PMP
Exam. The formulas are listed in a table with three columns. For each entry we explain the concept, list the formula(s),
and explain how to interpret the result of the calculation. For example:
Concept Formula Result Interpretation
The first column contains the “concept” behind the We list the actual formula in the second The formula won’t do you much good if
formula. Instead of just giving you the formula “CV = column. For some concepts, multiple you cannot explain what the result is or
EV - AC” we want to make sure that you understand formulas are needed so we list them all. means. That is why we include an
what the formula is trying to achieve. The best way When helpful, we also add examples for interpretation in the third column. PMP
to do that is by explaining its concept. better understanding. questions may require interpretation.
Example: Example: Example:
Cost Variance (CV) CV = EV - AC Negative = over budget = over planned
Provides cost performance of the project. Helps cost
determine if the project is proceeding as planned.
Zero = on budget = on planned cost
Positive = under budget = under
planned cost
Exponentiation
Several formulas needed on the PMP Exam require exponentiation. The exponent is usually shown as a superscript to the
right of the base. For instance: 34. This exponentiation can be read as 3 raised to the 4th power or as 3 raised to the power
of 4. And 34 would be calculated as 3*3*3*3=81.
The superscript notation 34 is convenient in handwriting but can lead to errors when you are in a hurry like on the PMP
Exam. For instance, it is very easy to forget to “raise” the exponent in a formula when you are hurriedly writing it down in
the minutes before you start the exam. So, it could easily happen that the formula PV = FV / (1+r)n gets written down as
PV = FV / (1+r)n. The difference may seem trivial, but the result is disastrous. Therefore, we chose to use an accepted,
alternative way of expressing the exponentiation by using the ^ character.
When using this character, 34 is now expressed as 3^4 and PV = FV / (1+r)n is expressed as PV = FV / (1+r)^n. This
removes any margin for visual errors.
Copyright and Disclaimer

PMI, PMP, CAPM, PgMP, PMI-ACP, PMI-SP, PMI-RMP and PMBOK are trademarks of the Project Management Institute, Inc. PMI has
not endorsed and did not participate in the development of this publication. PMI does not sponsor this publication and makes no
warranty, guarantee or representation, expressed or implied as to the accuracy or content. Every attempt has been made by OSP
International LLC to ensure that the information presented in this publication is accurate and can serve as preparation for the PMP
certification exam. However, OSP International LLC accepts no legal responsibility for the content herein. This document should be
used only as a reference and not as a replacement for officially published material. Using the information from this document does not
guarantee that the reader will pass the PMP certification exam. No such guarantees or warranties are implied or expressed by OSP
International LLC.
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Essential PMP Exam Formulas
Cost Variance (CV) CV = EV - AC Negative = over budget = over planned
Provides cost performance of the project. Helps cost
determine the amount of budget deficit or surplus at
Zero = on budget = on planned cost
a given point in time.
Positive = under budget = under planned
cost
Cost Performance Index (CPI) CPI = EV / AC <1 = over budget = over planned cost.
Measure of cost efficiency on a project. Ratio of The project is getting <$1 for every $1
earned value to actual cost. spent.
1 = on budget = on planned cost. The
project is getting $1 for every $1 spent.
>1 = under budget = under planned cost.
The project is getting >$1 for every $1
spent.
Schedule Variance (SV) SV = EV - PV Negative = behind schedule
Provides schedule performance of the project.
Zero = on schedule
Helps determine if the project work is proceeding as
planned. Positive = ahead of schedule
Schedule Performance Index (SPI) SPI = EV / PV <1 = behind schedule. The project is
Measure of schedule efficiency on a project. Ratio progressing at a slower rate than
of earned value to planned value. Used to originally planned.
determine if a project is behind, on or ahead of
1 = on schedule. The project is
schedule. Can be used to help predict when a
progressing at the originally planned rate.
project will be completed.
>1 = ahead of schedule. The project is
progressing at a faster rate than
originally planned.
Schedule Variance (SV), alternative method SV = ES - AT Negative = behind schedule. The project
Provides schedule performance of the project in earned less than planned
terms of Earned Schedule (ES) and Actual Time
Zero = on schedule. The project earned
(AT).
as planned.
Positive = ahead of schedule. The project
earned more than planned.
Schedule Performance Index (SPI) (Alternative SPI = ES / AT <1 = behind schedule. The project is
Method) progressing at a slower rate than
Measure of schedule efficiency on a project in terms originally planned.
of Earned Schedule (ES) and Actual Time (AT).
1 = on schedule. The project is
progressing at the originally planned rate.
>1 = ahead of schedule. The project is
progressing at a faster rate than
originally planned.
Estimate at Completion (EAC) EAC = BAC / CPI Original budget modified by the cost
Expected final and total cost of a project based on Assumption: use this formula if the performance. The result is a monetary
project performance. Helps determine an estimate current cost performance is expected to value.
of the total costs of a project based on actual costs remain the same for the remainder of
to date. There are several ways to calculate EAC the project.
depending on the current project situation and how
EAC = AC + Bottom-up ETC Actual cost plus a new bottom-up
the actual work is progressing as compared to the
Assumption: use this formula if original estimate for the remaining work. The
budget. Look for keywords in the exam questions to
estimate was fundamentally flawed or result is a monetary value.
determine what assumptions were made.
conditions have changed and
invalidated original estimating
assumptions.

EAC = AC + (BAC - EV) Actual cost to date (AC) plus unearned
Assumption: use this formula if current budget (BAC - EV). The result is a
cost variance is not expected to occur monetary value.
again for the remainder of the project,
which means the original budget is still
reliable.
EAC = AC + [(BAC - EV) / (CPI * SPI)] Actual cost to date (AC) plus unearned
Assumption: use this formula if both the budget (BAC - EV) modified by both cost
CPI and SPI influence the remaining performance and schedule performance.
project work. The result is a monetary value.
Estimate to Complete (ETC) ETC = EAC - AC Expected total cost minus actual cost to
Expected cost needed to complete all the remaining Use this formula if no keywords could date. Result is a monetary value that tells
project work. Helps predict what the final cost of the be found. how much more the project will cost.
project will be upon completion. There are many
ways to calculate ETC depending on the
assumptions made. Look for keywords in the exam
questions to determine what assumptions were ETC This is neither a formula nor the result of
made. A new estimate is developed when it is a calculation. It is simply a new bottom
thought that the original estimate was up cost estimate (re-estimate) of the
flawed. remaining project work.
ETC = BAC - EV The value of the unearned project work.
Assumption: use this formula if current The result is a monetary value.
variances are not expected to occur
again for the remainder of the project,
which means the original budget is still
reliable.
ETC = (BAC - EV) / (CPI * SPI) The value of the unearned project work
Assumption: use this formula if both the modified by both cost performance and
CPI and SPI influence the remaining schedule performance. The result is a
project work. monetary value.
ETC = (BAC / CPI) - AC Original budget modified by the cost
Assumption: use this formula if current performance minus the actual cost. The
cost performance is expected to remain result is a monetary value.
the same for the remainder of the
project.
Percent Complete Percent Complete = (EV / BAC) * 100% What is currently completed divided by
How much of the planned budget have been the original budget times 100. The result
completed? is a percentage value.
To-Complete Performance Index (TCPI) Based on BAC: >1 = harder to complete. Project needs
A measure of cost performance that must be TCPI = (BAC - EV) / (BAC - AC) to improve its cost performance to be
achieved on the remaining work to meet a specific completed on target.
management goal (e.g. BAC or EAC). Based on EAC:
1 = same to complete. Same cost
TCPI = (BAC - EV) / (EAC - AC)
efficiency can be maintained to complete
It is the work remaining divided by the funds
the project.
remaining.
<1 = easier to complete. Project is
expected to achieve its cost targets.
Variance at Completion (VAC) VAC = BAC - EAC Result is a monetary value that estimates
Anticipates the difference between the originally how much over or under budget (the
estimated BAC and a newly calculated EAC. In variance) the project will have by its
other words, the cost that was originally planned completion.
minus the cost that is now expected. <0 = over planned budget
=0 = on planned budget
>0 = under planned budget

Earned Value (EV) EV = Sum of PV of completed work The result is the EV, a monetary value.
A measure of completed work expressed in terms of Assumption: use this formula if PV for
the budget authorized for that work. all completed work is given.
EV = % complete * BAC
Assumption: use this formula if PV for
all completed work is not given.
Earned Schedule (ES) The formula for the ES is relatively The ES is a numeric value expressed in
A measure of completed work expressed in terms of complex. Therefore, it is unlikely that the same units as these of the project
the authorized schedule for that work. you will be required to make any ES duration.
calculations on the exam.
Three-Point Estimating (Beta Distribution) Estimate = [Pessimistic + (4 * Most The result is the estimated duration/cost
Three-point estimate for the expected duration (or Likely) + Optimistic] / 6 of a schedule activity expressed as a
cost) of a schedule activity using pessimistic, weighted average.
optimistic and most likely values. This is a This is the preferred formula for the
probabilistic approach, using statistical estimates of PMP Exam unless the use of triangular
durations (or cost) to get a weighted average. Also distribution is explicitly called for.
known as the PERT estimate.
Three-Point Estimating (Triangular Distribution) Estimate = (Pessimistic + Most Likely + The result is the estimated duration/cost
Three-point estimate for the expected duration (or Optimistic) / 3 of a schedule activity expressed as a
cost) of a schedule activity using pessimistic, simple average.
optimistic and most likely values. A probabilistic
approach, using statistical estimates of durations (or
costs) to get a simple average.
Program Evaluation and Review Technique Please see Three-Point Estimating
(PERT) Estimate/Average (Beta Distribution)
PERT Activity Standard Deviation σ = (Pessimistic - Optimistic) / 6 Large standard deviation indicates that
The standard deviation (σ) is a reflection of the the data points are far from the mean; a
uncertainty in the estimates. It is a measure of the small standard deviation indicates that
statistical variability of an activity. If an activity has the data points are clustered closely
different estimates: optimistic, most likely and around the mean. Hence, the larger the
pessimistic, the standard deviation will determine standard deviation, the greater the risk.
the variation in the same units of the
measurements.
PERT Activity Variance Variance = [(Pessimistic - Optimistic) / Unlike expected absolute deviation, the
The variance is a reflection of the uncertainty in the 6] ^ 2 variance of a variable has units that are
estimates expressed in squared units of the the square of the units of the variable
measurements. It is also a measure of the statistical itself. For example, a variable measured
variability of an activity. The difference between in inches will have a variance measured
variance and standard deviation is that the variance in square inches. For this reason,
is in the squared units of the measurements while describing data sets via their standard
the standard deviation is in the same units as the deviation or root mean square deviation
measurements. The standard deviation is not is often preferred over using the
additive and hence cannot be used in mathematical variance.
formulas for studying variations among different
populations; only variance can be used in such
cases.
Activity Duration Duration = EF - ES + 1 Number of days an activity lasts.
Determines how long an activity lasts. There are
two formulas; both will give the same result. Duration = LF - LS + 1

Free Float Free Float = ES of Successor Activity - Number of time units (typically days) an
The amount of time a schedule activity can be EF of Present Activity - 1 activity can be delayed without delaying
delayed without delaying the early start date of any the early start of the successor activity.
successor activity or violating a schedule constraint.
Note: If the present activity has more
than one successor activities, then use
the earliest ES of any of the successor
activities.
Total Float Total Float = LS - ES Number of time units (typically days) an
The amount of time a schedule activity can be activity can be delayed without delaying
delayed or extended from its early start date without Total Float = LF - EF the finish date of the project.
delaying the project finish date or violating a
schedule constraint. There are two formulas both
will give the same result.
Early Finish (EF)1 EF = (ES + duration) - 1 The earliest day on which an activity can
Determine when an activity can finish at the earliest. finish.
Early Start (ES)1 ES = (EF of predecessor) + 1 The earliest day on which an activity can
Determine when an activity can start at the earliest. start.
Late Finish (LF)1 LF = (LS of successor) - 1 The latest day on which an activity can
Determine when an activity can finish at the latest. finish.
Late Start (LS)1 LS = (LF - duration) + 1 The latest day on which an activity can
Determine when an activity can start at the latest. start.
Present Value (PV) PV = FV / (1+r)^n The result is the amount of money that
Receiving an amount of money today is more should be invested today (PV) for n
valuable than receiving the same amount of money years at r% interest rate in order to
in the future (e.g., in three years). This formula achieve the desired future value (FV).
calculates how much the future cash flow is valued
The higher the PV the better.
today.
Note: PV in this case should not be confused with
the Planned Value (PV).
Future Value (FV) FV = PV * (1+r)^n The result is the amount of money (FV)
Receiving an amount of money in the future (e.g., in that will be received if a sum of money
three years) is less valuable than receiving the (PV) is invested today for n years at r%
same amount of money today. This formula interest rate.
calculates the future value of an amount invested
today.
Net Present Value (NPV) The formula for the NPV is relatively Positive NPV is good. Negative NPV is
Method for financial evaluation of projects. Also complex. Therefore, it is unlikely that bad. The project with the higher NPV is
described as present value (PV) of all cash inflows you will be required to make any NPV the “better” project.
minus present value of all cash outflows. calculations on the exam.
Discounted Cash Flow (DCF) The formula for the DCF is relatively The project with the higher DCF of net
A valuation method for potential investment that complex. Therefore, it is unlikely that cash flows is the “better” project.
uses future free cash flow projections and discounts you will be required to make any DCF
them (most often using the or weighted average calculations on the exam.
cost of capital (WACC)).
Return on Investment (ROI) Even though the formula for the ROI is The project with the higher ROI is better.
Ratio of money gained or lost on an investment relatively simple, it is unlikely that you
relative to the amount of money invested. The will be required to make any ROI
amount of money gained or lost is often referred to calculations on the exam.
as interest, profit/loss, gain/loss, or net income/loss.
Internal Rate of Return (IRR) The calculations for the IRR is relatively The project with the higher IRR is better.
Interest rate at which the present value of all future complex. Therefore, it is unlikely that
cash flows equals the initial investment. you will be required to make any IRR
calculations on the exam.
1See Formula Elaboration section

Payback period Add up the projected cash inflow minus The project with the shorter payback
The time it takes to recover the initial investment by expenses until the result of the period is better.
adding up the future cash inflows until they are calculation is equal to the initial
equal to the initial investment. In plain English: the investment.
time it takes until you are break-even.
Benefit Cost Ratio (BCR) Benefit / Cost BCR < 1 is bad. BCR > 1 is good. The
Ratio that describes the cost versus benefits of a project with the higher BCR is the “better”
project. one.
Cost Benefit Ratio (CBR) Cost / Benefit CBR < 1 is good. CBR > 1 is bad. The
Ratio that describes the benefits versus cost of a project with the lower CBR is the “better”
project. This is simply the reverse of the Benefit one.
Cost Ratio
Opportunity Cost Opportunity Cost = The profit/gain of For the PMP exam the opportunity cost is
Opportunity cost is the benefit foregone by choosing the project not chosen. usually a monetary value: Project B was
one option over an alternative one. Thus, selected over project A, therefore the
opportunity cost is the cost of pursuing one choice opportunity cost is the unrealized profit of
instead of another. project A. Note that NO calculation is
required.
Communication Channels n * (n-1) / 2 Total number of communication channels
The number of all possible communication channels among n people of a group.
on a project.
n-1 Number of communication channels that
one member of the team has with
everyone else on the team. For example,
you have to make this many phone calls
to call everyone else.
Expected Monetary Value (EMV) EMV = Probability * Impact A monetary value that represents the
An estimate that tells how much money (gained or expected gain or loss of an event.
lost) can reasonably be expected by taking
probability of the event into account. For instance: if
it rains, we will lose $200. There is a 25% chance
that it will rain. Therefore, the EMV is: 0.25 * $200 =
$50.
Straight-line Depreciation Depreciation Expense = Asset Cost / The result is either the depreciation
A method that depreciates the same amount (or Useful Life expense (the yearly depreciation amount,
percent) each year by dividing the asset's cost by for example $200) or the depreciation
the number of years it is expected to be in service. Depreciation Expense = (Asset Cost - rate (the yearly depreciation percentage,
The simplest of the depreciation methods. Scrap Value) / Useful Life for example 5%).
If a scrap value is given, then it can also
Depreciation Rate = 100% / Useful Life be factored in by subtracting it.
Double Declining Balance Depreciation Rate = 2 * (100% / Useful The depreciation rate stays the same
A depreciation method that provides for a higher Life) over the years, but the depreciation
depreciation charge in the first year of an asset's life expense gets smaller each year because
and gradually decreasing charges in subsequent Depreciation Expense = Depreciation it is calculated from a smaller book value
years. The method does this by depreciating twice Rate * Book Value at Beginning of Year each year.
the straight-line depreciation rate from an assets
book value at the beginning of the year. Book Value = Book Value at beginning
of year - Depreciation Expense
Average The sum of all the members of the list The result is a number representing the
In mathematics, an average refers to a measure of divided by the number of the members. arithmetic mean of a data set.
the "middle" of a data set. The most common
method is the arithmetic mean. That is why the Average of 2, 3, 7 = (2 + 3 + 7) / 3 = 4
“Average” is sometimes also and simply called the
“Mean”.
Mean See Average

Median Arrange the values from lowest value to The result is a number representing the
The middle value that separates the higher half highest value and pick the middle one. median of a data set.
from the lower half of the data set. Example: 5 is the median in 1, 5, 6
If there is an even number of values in

the data set, calculate the mean of the
two middle values. Example: 3 is the
median in 1, 2, 4, 9 because (2 + 4) / 2
=3
Mode Find the value in a data set that occurs The result is a number representing the
The most frequent value in a given data set. most often. Example: 2 is the mode of mode of a data set.
1, 2, 2, 3

Formula Elaboration
There are two approaches for calculating ES, EF, LS and LF:
• First approach: calculate the network diagram starting on day 0
• Second approach: calculate the network diagram starting on day 1
In the PMP Exam Formula Study Guide we use the second approach, because when your sponsor tells you that your
project starts on the first day of September, then that is September 1, not September 0. This is also the way that all
modern scheduling tools seem to work. You schedule your project based on a calendar start date and not "on day 0".
That is why there is a slight difference between the calculations: you have to add/subtract 1 from the results in the second
approach.
Of course, this often leads to confusion among the prospective PMP aspirants who ask which formula should they use on
the exam?
We have discussed this with several of our PMP trainer colleagues, and they agree that the Project Management Institute
(PMI)® does not "support" a specific method of calculating a network diagram. (Remember that next to the two options
shown above you could also calculate a network path starting on a specific calendar date in hours instead of days, making
the calculations even more complex).
Both of these calculations will lead to the correct answer. However, in the exam the big difference is that the first approach
(starting on day 0) involves fewer calculations because you don't have to "+1 or -1" each time. So, in order to reduce your
"risk" of doing a calculation wrong and saving time during the exam, you might want to initiate the network diagram with
day 0. However, in "real life" starting with day 1 is more appropriate.
Since PMI is aware of these varying methods, you should not see a question on the exam where only the application of
one or the other leads to the correct answer.

Values to Remember
Description Value Comment
1 sigma 68.27% (68.2689492…) Also: 1 standard deviation
2 sigma 95.45% (95.4499736…) Also: 2 standard deviations
Note: 99.9999998027… is the so called
“true” 6 sigma value for normal
distribution. The “practical” 6 sigma is
99.999666666…, but 99.99 is sufficient
for the PMP Exam and you do not need to
know these differences.
Control Limits Usually 3 standard deviations above and Control limits reflect the expected
below the mean variation in the data.
Control Specifications Not fixed but defined by the customer Must be looser than the control limits.
Represents the customer’s requirements.
Rough Order of Magnitude estimate -25% to +75% The estimate ranges are not 100%
agreed upon. Some books set the ROM
Preliminary estimate -15% to + 50%
at -25% to +75% others at -50% to
Budget estimate -10% to +25% +100%. See explanation below table for a
Definitive estimate -5% to +10% more detailed discussion.
Final estimate 0%
Float on the critical path 0 days
Pareto’s Law 80/20 For instance: 80% of your problems are
due to 20% of the causes.
Time a PM spends communicating 90% According to Harold Kerzner.
Crashing a project Crash the tasks with the least expensive Only crash activities on the critical path.
crash cost first.
Value of the inventory in a Just in Time 0% (or very close to 0%.)
(JIT) environment
Sunk Cost A cost that has been incurred and cannot Sunk cost is never a factor when making
be reversed. project decisions.
Negative Numbers (100) In the USA the number -100 is the same
-100 as (100). Both indicate “minus one
hundred”.
The Estimate Ranges Disagreement

We often receive questions from students about the fact that they see different numbers for the “Estimate Ranges” when they
compare various training materials. That is true, because there is unfortunately no final authority that defines these ranges.
There is a disagreement both on the names as well as on the actual ranges. Some books set the ROM at -25% to +75% others
at -50% to +100%. This is not surprising because estimate ranges are both application area and industry dependent. Everyone
does it slightly differently in their industry and on their projects. Therefore, it really isn't surprising that you will see different
numbers in different books.
The numbers that we provide in the table above have been successfully used by our students on the exam, so we believe
applying them on the exam is a good approach.
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Formula Acronyms
Acronym Term Description
AC Actual Cost Total cost expended and reported during the accomplishment of a project task or project.
This can be labor hours alone; direct costs alone; or all costs, including indirect costs.
AT Actual Time The time in calendar units between the actual start date of the project till the project status
date.
BAC Budget at Completion The sum of all budgets allocated to a project.
BCR Benefit Cost Ratio Ratio that compares benefits to cost
CBR Cost Benefit Ratio Ratio that compares cost to benefit (inversion of BCR)
CPI Cost Performance Cost efficiency rating on a project, expressed as a ratio of EV to AC.
Index
CV Cost Variance A measure of cost performance on the project, expressed as the difference between earned
value and actual cost.
EAC Estimate at Completion The expected total cost for scheduled activity, a group of activities, or the project when the
work will be completed.
EF Early Finish Early finish of an activity
EMV Expected Monetary This is a statistical technique that calculates the probable financial results of events.
Value
ES Early Start Early start of an activity
ES Earned Schedule A method of deriving time-based performance measure
ETC Estimate to Complete ETC is the expected cost needed to complete all the remaining work for a scheduled activity,
a group of activities, or the project. ETC helps project managers predict what the final cost of
the project will be upon completion.
EV Earned Value EV is the value of completed work expressed in terms of the approved budget assigned to
that work for a scheduled activity or a work breakdown structure component.
FV Future Value Value of money on a given date in the future
IRR Internal Rate of Return A capital budgeting metric used to decide whether an investment should be made. It is an
indicator of the efficiency of an investment.
JIT Just-in-Time An inventory strategy that strives to improve a business's return on investment by reducing
in-process inventory and associated carrying costs.
LF Late Finish Late finish of an activity
LS Late Start Late start of an activity
NPV Net Present Value Standard method for the financial appraisal of long-term projects. Measures the excess or
shortfall of cash flows, in present value (PV) terms, once financing charges are met.
PERT Program Evaluation Method that allows the estimation of the weighted average duration of tasks
and Review Technique
PV Planned Value The authorized budget assigned to the scheduled work to be accomplished for a scheduled
activity or a work breakdown structure component.
PV Present Value Value of money received today instead of in the future.
ROI Return on Investment Ratio of money gained or lost on an investment relative to the amount of money invested
SPI Schedule Performance Ratio of work accomplished versus work planned, for a specified time period. The SPI is an
Index efficiency rating for work accomplishment, comparing work accomplished to what should
have been accomplished. It is a ratio of earned value and planned value. Alternatively, it is
also expressed as a ratio of earned schedule to actual time.
SV Schedule Variance A measure of schedule performance on the project, expressed as the difference between
earned value and planned value. Alternatively, it is also expressed as the difference
between earned schedule and actual time.

TCPI To-Complete The calculated project of cost performance that must be achieved on the remaining work to
Performance Index meet a specific project goal (e.g. BAC or EAC). It is the work remaining divided by the funds
remaining.
VAC Variance at Completion VAC forecasts the difference between the Budget-at-Completion and the expected total
costs to be accrued over the life of the project based on current trends.


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The Formula Table Explained

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If there is an even number of values in

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The Estimate Ranges Disagreement

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